Table of content

Contents Page no.

Abstract 2
Introduction 3
Textile and RMG industry in Bangladesh 3-4
Definition of quality 4-5
Introduction to total quality management 5-6
Implementation of total quality management in RMG sector 6-8
Phases of TQM implementation 8-10
Tools of TQM implementation 10-12
Requirements for quality in garments industry 12
Recommendation 13
Example of total quality management in garments sector 13-15
Discussion 15
Conclusion 16
Refference 16

List of figures
Figure Page no
Expansion of RMG sector from1984 to 2013 4
Growth of total RMG export income 4
Pareto chart 10
Process flow chart 11
Cause and effect diagram 11
Control chart 12

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 Abstract

This report focuses on the implementation of total quality management in ready-made

garments industry in Bangladesh. Total Quality Management (TQM) is one of the important
tools to improve quality and reduce manufacturing cost by reducing rework and scrape. There
has a great applicability of TQM method in RMG sector. Several implementations have proven
that the TQM approach really works in practice and improves of even 90% and more quality
level in some situations. As RMG sector is a large industrial sector in Bangladesh; Quality
Improvement can play a vital role for improving productivity as well as economic development
for the country. We have used the tools of TQM such as Flow chart, Check sheet, Histogram,
Pareto Chart, Scatter Diagram, Control Chart, Cause and effect diagram in a garment industry of
Bangladesh and it is found that a significant amount of rework and scrape per style, per month
has minimized by applying this method. The implementation has enabled to reduction in
rework and cost of poor quality, through proper utilization of company's internal resources
without the need for significant investment. It is hoped that this report will give the readers a
proper idea about the implementation of total quality management in RMG sector.

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1. Introduction: Quality control in terms of garment manufacturing, pre-sales and posts sales
service, delivery, pricing, etc are essential for any garment manufacturer, trader or exporter.
Certain quality related problems, should never be over looked. The consumers want to get high
quality products in low price. The products should reach the consumers with best possible
quality. With the introduction of total quality management philosophy some creative
companies in Bangladesh are trying to practice this new idea intended for sustainability. An
extensive study indicates that Total Quality Management in Bangladesh has been paying
concentration mainly on individual firms particularly in the manufacturing industries. However,
little research has been conducted in this area in the context of readymade garments sector of
Bangladesh. Total Quality Management (TQM) is one of the important tools to improve quality
and reduce manufacturing cost by reducing rework and scrape. There has a great applicability
of TQM method in RMG sector. Several implementations have proven that the TQM approach
really works in practice and improves of even 90% and more quality level in some situations. As
RMG sector is a large industrial sector in Bangladesh; Quality Improvement can play a vital role
for improving productivity as well as economic development for the country.

2. Textile and RMG Industry in Bangladesh: The significance of textile and RMG industry is
expressed by the GATT Secretariat in 1994. It is stated that the most important export good of
88 developing countries is the textile and clothing products. Among the 88 developing countries
Bangladesh is one of them. The economic importance of textile and RMG industry for a
developing country like Bangladesh is well known all over the world. [1]Quota system was a
great blessing for establishing our garments industry. We were strongly benefited by using that.
As a result we can see a matured garments industry today. In RMG sector of Bangladesh, there
are more than 5000 garment factories (private statistics) at the current time, employing more
than 12 lack labors, where 85% of the labour force is women. But, according to BGMEA the
number of garment factories in Bangladesh around 4000. Now, RMG industry is the countrys
largest export earner with the value of over $24.49bn of exports in the last financial year. Its a
great news for us that, Bangladesh is clearly ahead from other South Asian suppliers in terms of
capacity of the readymade garments industry.[1] Though, there are various types of garments
are manufactured in Bangladesh, but all the readymade garments are classified into two broad
categories, where one is woven products and another one is knitted products. Woven products
include Shirts, Pants and Trousers. On the other hand, knitted product includes T-Shirts, Polo
Shirts, Undergarments, Socks, Stockings and Sweaters.

[2] This sector is considered as the most profitable one by the business man and entrepreneurs.
It had been growing very fast. By 1984-85 there were 384 companies were established and this
sector employed a total of 0.12 million workers (Spinanger, 1987). In the same year US $ 31.6
million was earned that contributed to 5% of the total national export earnings But soon after
the beginning it started to expand very quickly and steadily.

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 Fig 1: Expansion of RMG sector from1984 to 2013

This sector earns a lot of foreign currency which is used for importing of capital goods, raw
material and fabrics. It is essential for the industrial development of the country. If the growth
of total export income and textile and RMG export income is compared between 1984-85 and
2012-13, the result surfaces that the both sectors are keeping increase quickly . Moreover, from
the year of 2004-5 the trend of income in terms of total exports income. Textile and RMG
export income are going upward almost sharply. The export income of this sector was only US $
116.2 million in 1984-85, whereas only in next 6 years in 1990 it reached to US $ 624.2 million,
which means a growth of 1975.3%. Following the expansion of export volume the export
income of the country was continued in the following decades. However, in 20012-13 the RMG
sector of Bangladesh earned US $21515.73 million.

Fig 2: Growth of total RMG export income[2]

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3. Definition of quality: The definition of quality depends on the role of the people defining it.
Most consumers have a difficult time defining quality, but they know it when they see it. Today,
there is no single universal definition of quality. Some people view quality as performance to
standards. Others view it as meeting the customers needs or satisfying the customer.
Lets look at some of the more common definitions of quality.

Conformance to specifications measures how well the product or service meets the targets and
tolerances determined by its designers. For example, the dimensions of a machine part may be
specified by its design engineers as 3.05 inches. This would mean that the target dimension is 3
inches but the dimensions can vary between 2.95 and 3.05 inches.

Fitness for use focuses on how well the product performs its intended function or use. For
example, a Mercedes Benz and a Jeep Cherokee both meet a fitness for use definition if one
considers transportation as the intended function.

Value for price paid is a definition of quality that consumers often use for product or service
usefulness. This is the only definition that combines economics with consumer criteria.

Support services provided are often how the quality of a product or service is judged. Quality
does not apply only to the product or service itself; it also applies to the people, processes, and
organizational environment associated with it.

Psychological criteria are a subjective definition that focuses on the judgmental evaluation of
what constitutes product or service quality. Different factors contribute to the evaluation, such
as the atmosphere of the environment or the perceived prestige of the product.

4. Introduction to total quality management: Total Quality Management is a management

approach that originated in the 1950s and has steadily become more popular since the early
1980s. Total Quality is a description of the culture, attitude and organization of a company that
strives to provide customers with products and services that satisfy their needs. The culture
requires quality in all aspects of the companys operations, with processes being done right the
first time and defects and waste eradicated from operations.
-TQM is an enhancement to the traditional way of doing business and a proven
technique to guarantee survival in world-class competition (Besterfield, 2009).
Besterfield analyzed Total Quality Management: Total- made up of the whole; Quality-
degree of excellence a product or service provides; Management- act, art / manner of
handling, controlling, directing, etc.
-Juran (1992) described TQM: a quality planning, control and improvement.
- Ross (1993) explained TQM: a set of practices, continuous improvement, meeting
customers' requirements, reducing rework, increased employee involvement,
teamwork, process redesign, competitive benchmarking, and team-based problem-
solving, constant measurement of results and closer relationships with suppliers.

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There are 8 principles of total quality management.
I. Quality is customer-focused
II. Total employee involvement
III. Process-centered
IV. Strategic and systematic approach
V. Integrated system
VI. Continual improvement
VII. Fact based improvement system
VIII. Communication

5. Implementation of total quality management in RMG sector: The definition of TQM may
sound simple, but the implementation of it in practice requires an organizational culture and
climate. It takes time and patience to complete the process.. TQM is concerned with the
integration of all the efforts in the organization towards quality improvement, quality
development and quality maintenance to meet full customer satisfaction at all economical
levels. TQM enhances quality of work and employer satisfaction through participation and
involvement and consequently the image of the organization. It develops participative culture
where each employee can directly participate in areas relating to his work and decisions
concerning his work. The RMG sector demands for continual improvement as there is always
market competitiveness and ever-growing demand of the products. It is organized through
quality circles on voluntary basis and quality improvement teams. There are several steps that
must be taken in the process of shifting to quality management in an organization. There are
certain pillars of TQM implementation. Some authors propose four pillars, while the others
propose nine pillars for a successful implementation of TQM. However, adopting the scholars
guidelines in identifying pillars of TQM implementation, and also keeping the quality criteria in
the RMG sector in mind, we have selected 11 pillars, which are listed below-

1. Creation of Quality Management (QM) environment

2. Introduction of workers to total quality management (TQM)
3. Using of statistical control technique for measuring quality
4. Identification of the appropriate starting place
5. Sharing information with everyone for decision taking
6. Encouraging cooperation and teamwork
7. Customer focus as an element of design,
8. Modification of reward systems
9. Selection of right raw materials
10. Benchmarking
11. Building continuous improvement the goal

These pillars are required in implementation of TQM in RMG sector. They are described below-

5.1 Creation of Quality Management (QM) environment: Quality Management environment is

one in which all employees have basic knowledge about quality. They should be safety

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conscious and use safety devices and follow appropriate tools and techniques. From top
management to the worker, should concern with quality first.

5.2 Introduction of workers with TQM: Workers must constantly be trained with the tools and
techniques that are needed to upgrade the company's quality. Workers must understand the
philosophy of quality management (QM) before be user of the tools and techniques.

5.3 Use of statistical process control (SPC) tools: To ensure gains in quality, the results must be
measured by using of statistical control technique as the company progresses toward its quality
objectives. This requires that employees be trained to use SPC tools and techniques. Without
knowledge of using quantitative tools, the organization cannot achieve the intended TQM
results.

5.4 Generation of starting point: One of the most difficult tasks in the beginning phases of
implementing TQM is to determine where to start and when to start. One approach to this
beginning is to assume that 80 percent of all the company's problems stem from 20 percent of
the company's processes (Pareto's Law). By identifying the problematic processes that fall in
this 20 percent category, one can begin to focus on what needs attention first. Focusing
attention on these problems first, the organization would have bigger payoffs and could build
momentum for the future.

5.5 Information sharing in decision taking: If a team approach is to be used and if employees
are expected to be involved in the decision-making process, it is imperative that information be
shared with everyone. In the strategic decision-making process root level workers opinions
should directly or indirectly be involved.

5.6 Encouraging cooperation and teamwork: In many organizations that do not follow TQM
philosophy, managers are often on the hunt for someone to blame for problems that are found.
This type of environment creates unhealthy stress and discourages innovative thoughts and
practices of employees. The combination of a team approach and QM means seeking to
improve the system when problems arise.

5.7 Customer focus as an element of design: From beginning to end, customer satisfaction
should be the focal point of the quality management system. This means that the goal of
customer satisfaction must be incorporated in the planning processes and then maintained day
in and day out.

5.8 Modification of reward systems: Reward systems need to be overhauled periodically to

recognize and encourage teamwork and innovation. The team, not the individual, is the
foundation for TQM companies. Traditional pay plans are often based on seniority, not on
quality and performance. With TQM, pay systems focus on team incentives. If one person in the
team doesn't perform at the expected level, the team members will normally handle the
situation. Thus, team based reward can motivate the members in achieving the targets.

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5.9 Selection of right raw materials: Achievement of product quality needs to collect right raw
materials at due time. For this, every organization need to build up long term trust-based
relationship with supplies and engage combined effort to ensure the quality and availability of
raw materials.

5.10 Benchmarking: Benchmarking is a continuous, systematic procedure that measures a

firms products, service, and process against those of industry leaders. Companies use
benchmarking to understand better how outstanding companies do things so that they can
improve their own operations.

5.11 Building continuous improvement goal: Processes and products should continually be
improved. There is no end to the improvement process. This is true for even the best of the
best companies. Total quality management never ends.

6. Phases of TQM implementation: Following are the phases of TQM implementation

1. 5-S-(Sort, set in order, Shine, Standardize, Sustain)
2. DWM (Daily Work Management)
3. Total Productive maintenance (TPM)
4. Measurement system Analysis (MSA)
5. Six Sigma

6.1 5-S: 5-S is defined as the Total work culture that develops organizations ability to the fullest
capacity to enhance creativity and eliminate waste. Conceptually 5-S is aimed at developing a
work culture where by all employees including operators, supervisors and managers participate
in problem solving process. The ss in the 5-s are-

6.1.1 Sort (1-S): This is initiated by identifying the abnormalities at the work area.
Abnormalities are highlighted by unique identification tag also known as red tag. This ensures
every employee participates in identifying the abnormality in respective work area. It also
triggers a reaction among employees to think for ways for avoiding the reoccurrence of
abnormality.

6.1.2 Set in Order (2-s) - Efforts are then directed towards resolving the tags. Objective is to
find permanent solution to problem. Firstly, Day to day quality related problems such as label
mixing, trims mixing can be completely eliminated through 5-S. Secondly, segregation of trims
on sewing floor/finishing floor size wise, color wise and sizes wise in specially designed boxes,
trays with location marked for each, will eliminate any possibility of trim mixing. At 2-S Stage
(Set in order) it is mandatory to define the inventory level at each stage, this not only applies to
stores, but also to sewing, finishing, washing and packing inventory.
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6.1.3 Shine (3-s) : 3-S ensures improved housekeeping by planning, cleaning & Inspection
schedules that include floor, over headlamps, racks etc. The cleaning schedules should be

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designed such that it should mention how, when, where, regarding the cleaning activity. It
should state the person responsible and accountable for implementing the schedules.

6.1.4 Standardize (4-s)-This refers to standardizing the departmental activities. Here the
cleaning schedules, master index (indicating location marked for hard and soft
copies/registers), tool list (stating location and quantity) are displayed on notice board. This
way human dependency in accessing the records and tools/equipment can be eliminated. Apart
from this operational norms for each department are developed.

6.1.5 Sustain (5-s): regular internal and external audits are scheduled to overcome the
shortcoming. Time based action plan with responsibility for resolving the abnormality is made.
As the departmental team matures in the problem solving methodology, it is elevated to form
Quality circles. Emphasis is to find permanent solution to problem at the work level itself,
without elevating the problem to higher level.

6.2 Daily work management (DWM): Consciously and consistently carryout all activities which
must be performed daily (or regularly) to efficiently achieve the aims of each department. In
principle, these activities aim to maintain the current status, although activities to improve the
situation are also included.

6.3 Total Productive Maintenance (TPM): it is a maintenance program which involves a newly
defined concept for maintaining plants and equipment. The goal of the TPM program is to
markedly increase production while, at the same time, increasing employee morale and job
satisfaction.

6.4 measurement systems analysis (MSA): is a specially designed experiment that seeks to
identify the components of variation in the measurement. Just as processes that produce a
product may vary, the process of obtaining measurements and data may have variation and
produce defects. A measurement systems analysis evaluates the test method, measuring
instruments, and the entire process of obtaining measurements to ensure the integrity of data
used for analysis (usually quality analysis) and to understand the implications of measurement
error for decisions made about a product or process. MSA is an important element of Six
Sigma methodology and of other quality management systems. MSA analyzes the collection of
equipment, operations, procedures, software and personnel that affects the assignment of a
number to a measurement characteristic.

6.5 Six Sigma: Six Sigma is a business management strategy originally developed by Motorola,
USA in 1981. As of 2010, it enjoys widespread application in many sectors of industry, although
its application is not without controversy. Six Sigma seeks to improve the quality of process
outputs by identifying and removing the causes of defects (errors) and minimizing variability in

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manufacturing and business processes. It uses a set of quality management methods, including
statistical methods, and creates a special infrastructure of people within the organization.

7. Tools of TQM implementation: There are certain tools that help to implement and analyze
total quality management. They are

1. Pareto chart
2. Process flow chart
3. Cause-effect diagram
4. Control chart

7.1 Pareto Chart: Pareto chart, also known as Pareto analysis is a statistical technique in
decision making that is used for selection of a limited number of tasks that produce significant
overall effect. It uses the Pareto principle the idea that by doing 20% of work, 80% of the
advantage of doing the entire job can be generated. Or in terms of quality improvement, a large
majority of problems (80%) are produced by a few key causes (20%). It is a type of chart that
contains both bars and a line graph, where individual values are represented in descending
order by bars, and the cumulative total is represented by the line.

Fig 3: Pareto chart

7.2 Process Flow Chart: Process flow chart is a graphical tool that shows the major steps in
process. Flow charts are useful tool for examining how various steps are related to each other.
By studying this chart individuals and teams can often uncover potential sources of trouble and
identify steps to be taken to improve or error proof a process. It breaks problems into
subproblems and gradually builts into solutions.

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 Fig 4: Process flow chart
7.3 Cause-Effect Diagram: Cause-and-effect diagram is a chart that identifies potential causes
for particular quality problems. They are often called fishbone diagram. These causes could be
related to the machines, workers, measurement, suppliers, materials, and many other aspects
of the production process. For example, a problem with machines could be due to a need for
adjustment, old equipment, or tooling problems. Similarly, a problem with workers could be
related to lack of training, poor supervision, or fatigue.

Fig 5 : Cause and effect diagram

7.4 Control Chart: The control chart is a graph used to study how a process changes over time.
Data are plotted in time order, or on sample basis. A control chart always has a central line

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(which is the target value, for the process average), an upper line for the upper control limit and
a lower line for the lower control limit. These lines are determined from the collected data. By
comparing current data to these lines, conclusions can be drawn about whether the process
variation is consistent (or is unpredictable.

Fig 6: Control chart

8. Requirements for Quality in garments industry: Garment production system is a way how
fabric is being converted into garment in a manufacturing system. Production systems are
named according to the various factors; several machines are used to make a garment, machine
layout, total number of operators or tailors involved to sew a complete garment, and number
of pieces moving in a line during making a garment. Certain quality related problems, often
seen in garment manufacturing like sewing, color, sizing, or garment defects should never be
over looked.

A. Sewing defects: Open seams, wrong stitching techniques, non-matching threads, missing
stitches, improper creasing of the garment, improper thread tension etc. are some of the
sewing defects.

B. Color defects: Variation of color between the sample and the final garment, wrong colour
combinations and mismatching dyes.

C. Sizing defects: Wrong gradation of sizes, difference in measurement of various parts of a

garment like sleeves of XL size for body of L size garment can deteriorate the garments beyond
repair.

D. Finished garment defects: Broken or defective buttons, snaps, stitches, different shades
within the same garment, dropped stitches, exposed notches, fabric defects, holes, faulty
zippers, loose or hanging sewing threads, misaligned buttons and holes, missing buttons,
needle cuts, pulled or loose yarn, stains, unfinished buttonhole, short zippers, inappropriate
trimmings etc. all can lead to the end of a brand name even before its establishment.

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9. Recommendations:
Training to understand TQM and enhance commitment throughout the organization.
Building efficient supply chain Management with collaborations of supplier and other
market intermediaries.
Establish efficient communication chain for flow of information with the help of
information technology
Provide proper motivation to the supplier and customer
Every garment factory should implement different tools like 5S, 6 Sigma etc for perfect
quality management.
As inspection is always visual, sometimes machine can be used for inspection of
garments.
Day final audit is very necessary for any production process so that it is needed to
implement in every garment manufacturing unit.
To produce quality products, quality raw material is must. Thus, a close relationship with
supplier is vital.
Develop quality improvement teams to solve the quality related issues in quick time
without delays. Communicate all the relevant activities, progress and result to the team
members and management.

10. Example of total quality management in garments sector: Lets present an example of
implementation of total quality management in Ananta Apparels Ltd, Bangladesh. Defect Name
and Defect Qty from garments section is shown below

Table: Defect name vs defect quantity

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10.1 Methods of Quality Control:
10.1.1 Piece goods quality control: On receipt of fabrics in the ware house, at least 10% are
inspection as per 4 Points system/10 Points system/2.5 Point system/6.0 Point system. The
most commonly used 4 Points system as per below
Penalty points for various defects-
3 Inches or less is equal to 1 Point
Over 3, under 6 Inches is equal to 2 Point
Over 6, under 9 Inches is equal to 3 Point
Over 9 Inches is equal to 4 Point

10.1.2 Quality control in Cutting section: In cutting section quality is ensured in two stages.
a) Spreading quality control: Following the point are checked during spreading
Table marking.
Ends positioning
Tension
Narrow Goods
Ply height
Remnants
Marker placing

b) After cutting quality control: After each cutting blocks and bundles are checks on the
following points.
Miss cut
Ragged cutting
Pattern checks
Matching Plies
Notches

10.1.3 In process quality control (Sewing): During the swing In process quality control is done
by the line QCs through 7 pcs inspection system. For critical operations 100% process
inspection are carried out. The following parameters are also checked in sewing process
a) Machine check.
b) Tension.
c) SPI checks
d) Needle check.
e) Cleanness.
d) Table inspection.
f) Inspection before wash.

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10.1.4 Quality control in washing section
a) Garments handling
b) Wash standard.
c) After wash thoroughly inspection.
10.1.5 Quality control in finishing sections: Following inspection/audit is done
a) Process inspection: Garments are checked process wise in the finishing section to identify
defects and pass only the passed garments.
b) Two hourly audit: Every after two-hours audit is done on finishing lot to attain AQL the
required AQL.
c) Days final audit: At the end of the day accumulated lot of finished garments are statistically
audited to attain required AQL.
d) Lot final audit: On completion of packing of one complete lot of garment, QA manager
conduct statistical audit based on required AQL garments. Garments are offered for final
inspection by buyer/clients for shipment only when these are through in this audit.

10.2 Results:

Table: Results of quality analysis

11. Discussion: Garments industries require continuous quality improvement and maintenance
since they need to fulfill the demand of the customers. They also have to make their products
superior to the competitive products. In todays competitive market, no organizations can
survive without continuous improvement in their product quality and process. In our study, we
try to see how an organization should implement TQM and how to improve quality by
implementing it. It is found that a garment industry can implement TQM by making and
implementing the pillar of it and can improve quality, satisfy the employee by providing a good
approach in creation of QM environment, introduction of employees to TQM, encouraging
cooperation and teamwork, customer focused product and process design and finally selection
of right raw materials for production. The theory of quality management is new in Bangladesh
and the state is in a limited understanding condition. Some of the organizations adopted quality

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management techniques have experienced an overall enhancement in their performance.
These organizations can achieve better relations with employees, increased productivity,
enhanced customer satisfaction, better market share and improved profitability by
implementing Demings philosophy.

12. Conclusion: An increasing number of organizations in developing countries are practicing

Total Quality Management (TQM) in order to generate improvements in performance and
remain competitive. For the successful implementation of this method, RMG industries need to
focus on these significant issues to identify gaps, and to make an effort for continuous
improvement to achieve total quality. By applying this method they can maintain continuous
improvement of product, focus on long-term profit, maintain loyal relationship with supplier,
constant improvement of production system, friendly working environment, better team work
etc. Therefore, ensuring total quality management is a must for every garments industry

13. References:

1. http://www.garmentsmerchandising.com/readymade-garments-industry-of-
bangladesh/ accssed at 6:30 pm 24th May, 2016.
2. Akhter Parul, 24th May, 2016, Key Factors of TQM Implementation in the Textile and
RMG Industry: A Study of Some Textile and RMG Companies of Bangladesh, page no 1
3. Md. Sydyzzaman & Md. Rahman Mahbubor, Implementing total quality managemet
approach in garments industry, page no 13-15.

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